南郵政通訊公司(VNPT)的新興移動商務生態系統--以DoCoMo i-Mode 為標竿研究

Abstract

移動電話的普及和移動通信的快速發展帶動移動電話的電子商務（E-Commerce）的進化. 如今，人們不用一直坐在電腦前面，而透過移動電話可以自由移動，隨時隨地可同時進行多項交易.日本的DoCoMo公司就是一個大膽實行電子商務及成功的案例，變成後來讓人模仿的標竿範例. 越南是一個發展中國家，技術和市場趨勢還落後.2010年加入世貿後，移動技術又升級到 3G，給越南造就一個機會，不僅加強接近其他國家在這方面的快速技術，而且更帶其進入到移動商務空間.利用新技術在越南現今的移動環境建造一個可持續的市場對許多越南企業來說都是艱鉅的任務.作為第一個發展3G方向的企業，越南電信集團（Viet Nam Posts and Telecommunications Group以下簡稱VNPT)很快就意識到這些，其既是機遇又是障礙. 本研究探討理想情況下DoCoMo公司的imode，以為VNTP建立一個類似的移動電子商務生態系統舉出一些提示或建議.本研究將通過他們在不同時期、不同環境：越南—日本的情況 下來作比較分析. 建議對VNTP的商業中心的價值鏈中的作用已制訂.DoCoMo的基準後，一些內容和服務提供過程的順序是針對.建議VNTP將移動銀行、娛樂排列於數據庫、信息類之前發展的第一方位.指出以VNTP的資源如何建立一個類似的生態系統的結構與適當的地點.為建議今後的研究劃出了定量方向，最後希望將來會有其他研究者對此議題進一步探討.

The rapid development of mobile communications technology with the popularity of mobile phones has led an evolution of electronic commerce (E-Commerce) to the mobile commerce (M-Commerce). Nowadays, instead of being in front of PC, one can freely be mobile while able to make many kinds of transaction at anywhere by any time with a mobile phone. DoCoMo Japan is the first bold but successful volunteer company in M-Commerce trend. It has made DoCoMo the ideal case for the followers. Vietnam is a developing country and sometime behind in technology and market trend. In 2010, upgrading to 3G mobile technology after being WTO member, Vietnam has an opportunity not only to be closer with other country in rapid technology pace but also to enter to the M-Commerce space. Utilizing new technology to make a sustainable market is a challenging task for any Vietnam Corporation in the current Vietnam moving environment. Viet Nam Posts and Telecommunications Group (VNPT), a state-owned group, soon realized both those opportunities and obstacle when being the first one participating in 3G direction. This research examines the ideal case DoCoMo i-mode in order to draw some hints or suggestions for VNPT in building a similar M-commerce ecosystem. This is done by comparing two companies but analyzing them in different situation in Japan and Vietnam at different periods. Suggestions of VNPT’s centric role in commerce value chain have been drawn. After benchmarking DoCoMo, some elements of services offered and their process order are pinpointed. The suggestion for putting mobile banking, entertainment categories first then database, information classes later in action were also recommended for VNPT. Structure of resources for VNPT to setup a similar ecosystem was also pointed out and arranged in proper places. Recommendations for quantitative future researches were put in the end of this thesis with hope for other further study about these open topics.